Chapter 1-5: Human Behavior in Organizations PDF

**CHAPTER 1: WHAT IS HUMAN BEHAVIOR IN ORGANIZATION** **THE IMPORTANCE OF INTERPERSONAL SKILLS** **Interpersonal skills -** are also known as people skills or soft skills and sometimes emotional intelligence. It is nothing but the way you communicate and interact with others. **1. COMMUNICATION -...

**CHAPTER 1: WHAT IS HUMAN BEHAVIOR IN ORGANIZATION** **THE IMPORTANCE OF INTERPERSONAL SKILLS** **Interpersonal skills -** are also known as people skills or soft skills and sometimes emotional intelligence. It is nothing but the way you communicate and interact with others. **1. COMMUNICATION -** the most important interpersonal skill in any job is the ability to communicate well when giving and receiving different kinds of information. **2. CONFLICT MANAGEMENT -** it is a process of solving disputes some issue between yourself and employee or client that will listen carefully to both sides and use creative problem solving to arrive at a solution. **3. EMPATHY-** is an important skill which helps worker interact with other people at the workplace by showing care, compassion and kindness. **4. POSITIVE ATTITUDE-** It ensure for not part of any office gossips and refrain from making a workplace toxic. **5. TEAMWORK -** It plays a pivotal roles that functions with good communication, listening to others, motivation from peers, and resolving conflicts collaboratively. **6. LEADERSHIP -** the ability of being a natural leader such an employee will be motivating excellent collaborator and will put the team\'s success above others **WHAT MANAGERS DO?** **1. Lead the team:** They decide what games to play and how to play them. **2. Help the team:** They make sure everyone has what they need and work together well. **3. Solve problems:** If there\'s a disagreement or a problem, they try to find a solution. **4. Encourage the team:** They cheer everyone on and make sure everyone has fun. **ENTER ORGANIZATIONAL BEHAVIOR** **-** is a study on how companies interact with the outside world. It is about understanding the complex web of relationship companies have with other organizations, individuals and institutions. **ASPECTS OF EOB:** **1. COLLABORATE WITH OTHER BUSINESSES -** involves partnership, companies might team up to share resources, develop new technologies or enter new markets. **2. ENGAGE WITH GOVERNMENT -** companies need to understand and navigate government regulations, policies and agencies. They might seek funding, or participate in public-private partnerships. **3. RESPOND TO GLOBAL TRENDS -** companies operate in a globalized worl, influenced international events, economic shifts, and cultural changes. **4. INTERACT WITH THE COMMUNITY - c**ompanies are increasingly expected to be good corporate citizens **WHY IS IT IMPORTANT ?** **To have:** **- COLLABORATION** **- COMMUNICATION** **- CONFLICT RESOLVING** **COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY** Intuition and systematic study are like two sides of a coin. Intuition gives you quick ideas, while systematic study helps you test and improve those ideas with facts. This combination makes you smarter and better at solving problems. **1. ENHANCING KNOWLEDGE:** Systematic study is like that plan. It helps you gather information, find patterns, and make sure your ideas are based on facts. This makes your intuition stronger and more reliable, just like a house built on a solid foundation. **2. REDUCING BIAS:** A systematic approach would be to look at what\'s healthy, what\'s in your fridge, and what you actually need. This helps you make a decision based on facts, not just your feelings.So, systematic study helps you avoid letting your personal biases cloud your judgements **3: FOSTERING SUSTAINABILITY:** Imagine you\'re playing a game where the rules change all the time. You need to be quick on your feet to react to the changes (that\'s intuition!). But you also need to learn from your mistakes and adjust your strategy based on what you\'ve learned (that\'s systematic study!). By using both intuition and study, you can be both fast and smart, making better decisions and coming up with new ways to win. **DISCIPLINES THAT CONTRIBUTE TO THE OB FIELD** **Organizational Behaviour (OB)** is an interdisciplinary field that studies human behaviour within organisationsIt seeks to understand, predict, and manage human behaviour in the workplace to improve organisational effectiveness. Various disciplines contribute to the OB field to provide insights into how individuals, groups, and organisations function and interact. **4 contributing disciplines to the organization behavior field are:** **PSYCHOLOGY:** psychology is the scientific study of human behavior and mental processes. It provides insights into individual behavior within organization. **SOCIAL PSYCHOLOGY:** Social psychology focuses on how individuals\' thoughts, feelings, and behaviors are influenced by the presence and actions of others. It explores topics such as group dynamics, social influence, and leadership. **SOCIOLOGY:** Sociology examines the structure and functioning of societies and social groups. In OB, sociology is concerned with the organizational structure, culture, and the impact of social norms and values on behavior. Sociological insights help organizations understand the effects of culture on employee behavior, diversity and inclusion, and the role of institutions and systems in shaping organizational practices. **ANTHROPOLOGY:** Anthropology studies human societies, cultures, and behaviors across time and space. In OB, anthropology explores the cultural aspects of organizations, including norms, rituals, and symbols. Anthropological perspectives assist organizations in managing cultural diversity, developing cross-cultural communication strategies, and adapting to global markets. **FEW ABSOLUTE IN ORGANIZATIONAL BEHAVIOR** **1. HUMAN COMPLEXITY** \- people are incredibly diverse with unique motivations, values and experiences. What motivates one person might demotivate another. **2. CONTEXTUAL FACTORS** \- organizational culture, industry, leadership style, economic conditions and even geographic location all play a role in shaping how people behave and how organizations functions. **3. CONSTANT CHANGE** \- the world of work is constantly evolving. What was considered a best practices yesterday might be outdated tomorrow. **COMING ATTRACTIONS: DEVELOPING AND OB MODEL** Think of an OB model like a blueprint for understanding how people behave at work. It helps you see the big picture, from individual personalities to how the whole company works. **Building an OB Model:** **1. Know your goal:** What do you want to achieve? (e.g., better teamwork, more productivity) **2. Find the key factors:** What makes people behave the way they do? (e.g., their personality, the company\'s culture) **3. Use existing knowledge:** There are lots of theories about people at work, so use those to build your model. **4. Track and measure:** See how your model is working and make adjustments as needed. **GLOBAL IMPLICATIONS** When companies work in different countries, they need to understand how those cultures and environments affect their employees. This helps them succeed in the global market. **Chapter 2** **DIVERSITY** **Diversity refers to the presence of differences within a group of people. These differences can be in race, ethnicity, gender, age, religion, nationality, sexual orientation, abilities, education, and life experiences. Diversity involves recognizing, respecting, and valuing these differences. It's not just about having a mix of people, but about creating an environment where everyone feels respected and included.** **BIOGRAPHICAL CHARACTERISTICS** **Biographical characteristics refer to personal attributes that are typically objective and easily identifiable. These include factors like age, gender, race, ethnicity, education, marital status, and tenure in a company. These characteristics are often used in diversity discussions because they can influence how individuals are perceived and treated in organizations.** **ABILITY** **Is an Individuals current capacity to Perform the various tasks in a Job.** **INTELLECTUAL ACTIVITIES** **Are abilities needed to perform, Mental activities, Thinking, Reasoning, and Problem solving.** **DIMENSION OF INTELLECTUAL ACTIVITY** **Number aptitude- It is an ability to do speedy and accurate arithmetic.** **Verbal Comprehension -It is the ability to understand what is read and heard and the relationship of words to each other.** **Perceptual speed- It is an ability to identify visual similarities and differences quickly and accurately.** **Inductive reasoning - It is the ability to identify a logical sequence in a problem and then solve the problem.** **Deductive reasoning -It is the ability to use logic and assess the implications of an argument.** **Spatial Visualization-it is the ability to imagine how an object would look like its position in space was changed.** **Memory - It is the ability to retain and recall past experiences.** **PHYSICAL ABILITIES** **Is the capacity to do tasks that Demand stamina, Dexterity, Strength, and similar to** **Characteristics** **PHYSICAL ACTIVITY STRENGTH FACTOR** **Dynarnic strength Ability to exert muscular force repeatedly or continuously over time** **Trunk strength Ability to exert muscular strength using the trunk (particularly abdominal) muscles.** **Static strength- ability to exert force against external objects.** **Explosive strength- ability to expend a maximum of energy in one or a series of explosive acts.** **FLEXIBILITY FACTOR** **Extent flexibility Ability to move the trunk and back muscles as far as possible** **Dynamic flexibility Ability to make rapid, repeated flexing movements.** **Other factors** **Body coordination- Ability to coordinate the simultaneous actions of different parts of the body.** **Balance - Ability to maintain equilibrium despite forces pulling off balance.** **Stamina - Ability to continue maximum effort requiring prolonged effort over time.** **IMPLEMENTING DIVERSITY MANAGEMENT** **STRATEGIES** **-It is implemented by organizations to promote diversity, equity, and inclusion** **-aims to create an environment where individuals from diverse backgrounds feel valued, respected, and have equal opportunities.** **KEY COMPONENTS AND APPROACHES COMMONLY** **FOUND IN DIVERSITY MANAGEMENT STRATEGIES:** **1. Attracting Diverse Employees -it is about creating a workplace that actively seeks out and welcomes individuals from various backgrounds, identities and experiences.** **2. Selecting Diverse Employees -is about making hiring decisions that actively promote inclusivity and representation within your organization.** **3. Developing Diverse Employees -is about investing in their growth and helping them reach their potential within an organization.** **4. Retaining Diverse Employees -is about creating a work environment where people feel valued, motivated, and engaged enough to stay with your company long term.** **GLOBAL IMPLICATIONS** **In the context of diverse management, were looking at how the decisions and actions of company or organization in one part of the world can impact its operation and relationships in other part of the world.** **Chapter 3** **CHAPTER 3. ATTITUDES AND JOB SATISFACTION** **ATTITUDE** **-** is how a person act on any things \- is reflected in a person\'s behavior \- involves the person\'s mindset, outlook and feelings **DIFFERENT TYPES OF ATTITUDE** 1. **POSITIVE ATTITUDE** **-** involves having a positive mindset and thinking about the greater good irrespective of what the situation. **2. NEGATIVE ATTITUDE** \- is a disposition, feeling, or manner that is not constructive, cooperative, or optimistic. **3.NEUTRAL ATTITUDE** \- people with neutral attitude often remain complacent and self satisfied **4. SIKKEN ATTITUDE** \- is are of the most complicated types of attitudes it reflects a constant state of negativity and aggressiveness. **COMPONENTS OF ATTITUDE** 1. **COGNITIVE** 2. **AFFECTIVE** **3. BEHAVIORAL** **-** It reflects the intention bto behave in certain ways. Is the predisposition to act towards an attitude. **Job Satisfaction** **-** is a crucial aspect of organizational behavior, indicating employee well-being and impacting performance, productivity, and organizational outcomes. **Here are key points regarding job satisfaction :** - **Employee Engagement and Commitment** - **Motivation and Productivity** - **Employee Retention** - **Job Performance and Quality of Work** - **Work-Related Attitudes and Well-being** - **Organizational Citizenship Behavior** - **Customer Satisfaction** - **Organizational Culture** **Global Implications** **-** arise when companies adopt specific strategies to face challenges and achieve success in the global market, resulting in increased profit and popularity. **Chapter 4** **CHAPTER 4: EMOTIONS AND MOODS** **What are emotions and moods?** **EMOTIONS** 2. **are intense feelings directed at someone or something. They are often triggered by specific events and are relatively short-lived.** 3. **Examples: Anger, fear, sadness, happiness, disgust, and surprise are considered universal emotions.** 4. **Impact: Emotions influence how we communicate, make decisions, and interact with others. They can impact our performance, motivation, and even our ethical behavior.** **MOODS** 3. **are less intense than emotions and lack a specific trigger. They are more general feelings that can last for hours, days, or even weeks.** 4. **Examples: Positive affect (excitement, enthusiasm) and negative affect (nervousness, anxiety) are common mood dimensions.** **\> EMOTIONAL LABOR** - **Is the process of managing one\'s emotions and expressions to meet the expectations of a job, often involving suppressing negative emotions or displaying positive ones, even when not genuinely felt.** - **Managing emotions to meet organizational expectations.** **TYPES OF EMOTIONAL LABOR** - **Surface Acting: Faking emotions, like putting on a smile for a customer, without actually feeling them.** - **Deep Acting: Attempting to genuinely feel the emotions one is expected to display, like trying to empathize with a customer\'s frustration.** **\>Affective Events Theory (AET)** - **is a psychological framework developed by organizational behavior scholars Howard M. Weiss and Russell Cropanzano in 1996. The theory seeks to explain how emotions and moods influence workplace behavior and performance.** - **AET suggests that workplace events trigger emotional reactions, which, in turn, influence job satisfaction, performance, and behaviors like decision-making or interpersonal interactions.** **Key Components:** - **Workplace Events: These are significant events or episodes that trigger emotional reactions. They can be positive (e.g., receiving praise) or negative (e.g., experiencing conflict).** - **Affective Reactions: These are the emotional responses (positive or negative) that individuals experience in response to workplace events. For example, anger, joy, frustration, or excitement.** - **Affective States: These include moods (long-lasting, low-intensity feelings) and emotions (shorter, more intense experiences). Both impact behavior differently.** - **Job Attitudes: AET connects these emotional reactions with job satisfaction and other attitudes toward work. Positive experiences generally enhance job satisfaction, while negative ones reduce it.** - **Behavioral Outcomes: Emotional reactions to events influence various job-related behaviors, such as organizational citizenship behaviors (helping others, going beyond job duties), absenteeism, and performance.** **\>Emotional intelligence (EQ)** - **is the ability to understand, manage, and use emotions effectively. It\'s not just about feeling emotions, but also about recognizing them in yourself and others, understanding their impact, and using them to guide your thinking and behavior.** **Key components:** **1. Self-awareness** - **If you're self-aware, you understand your emotions and their triggers. You also know how your emotions and actions affect those around you.** **2. Self-regulation** - **Self-regulation is the ability to control and adjust your emotions to create a more positive effect. Being in control of your feelings is essential in any situation because your emotions have a strong effect on other people.** **3. Motivation** - **Motivation is the desire to do something. It relates to emotional intelligence because your desires can promote different feelings toward something.** **4. Empathy** - **Empathy allows you to identify and understand the feelings of others, which may help you to handle workplace situations more effectively. For instance, when a coworker is visibly stressed, you can react with empathy.** **5. Social skills** - **Social skills are tools you use to communicate and interact with others. Having strong social skills allows you to listen, speak and resolve conflicts more effectively. Social skills can be used in the workplace to develop your career and are essential tools for leaders.** **\> OB APPLICATION Of EMOTIONS AND MOOD** **Influencing various aspects of work life:** - **Job Satisfaction: Positive emotions are strongly linked to a higher job satisfaction.** - **Performance: While some studies suggest that positive emotions can lead to better performance.** - **Decision- Making: Emotions can bias your decision but they can also helpful.** - **Leadership: A leader who can express positive emotions can inspire and motivate their team\'s.** - **Teamwork: Positive emotions foster trust and cooperation within team\'s, leading to better communication.** - **Customer service: Employees emotions direct impact customer interaction.** **Chapter 6** **CHAPTER 6** **What is perception?** **- is our way of interpreting and making sense of the world around us using our senses. It\'s how our brains take in information like sights, sounds, smells, and more, and turn them into something meaningful.** **Person Perception: Making judgements about others** **Making judgments about others involves forming opinions or conclusions about someone based on observed or perceived characteristics, behavior, or information. These judgments can be positive or negative and are influenced by a variety of factors, such as personal experiences, social norms, cultural background, and cognitive biases.** **The link between perception and individual decision-making is profound and often overlooked. It\'s not just about seeing things, but about how we interpret what we see, which shapes our choices.** **1. Framing the Decision: We don\'t see the whole picture, just the parts that our lens allows us to see.** **2. Evaluating Options: We weigh options based on how we perceive their value, not necessarily their objective worth.** **3. Making the Choice: We make the choice that feels right based on our perceptions, even if it\'s not the most logical one.** **Decision-making is a crucial aspect of any organization\'s success. It involves the process of selecting a course of action from among multiple alternatives. Effective decision-making requires careful consideration of various factors, including available information, potential risks and benefits, stakeholder perspectives, and organizational goals.** **Types of Decisions:** **- Strategic decisions: These are high-level, long-term decisions that shape the organization\'s overall direction and objectives. They often involve significant resource allocation and have a lasting impact on the organization\'s future.** **- Tactical decisions: These are mid-level decisions that focus on implementing strategic plans and achieving specific goals. They involve allocating resources, setting priorities, and monitoring progress.** **- Operational decisions: These are day-to-day decisions that ensure smooth and efficient operations. They involve routine tasks, problem-solving, and responding to immediate needs.** **Influences on decision making: individual differences and organizational constraints** **-The Individual differences-** **The decision-making process consists of features like intuitions, the presence of errors and biases, and bounded rationality. Several individual differences influence the decision-making process, including personality, gender, cultural differences, and mental ability.** **Ethics in decision-making is about choosing the right thing, even when it\'s hard. It\'s like having a moral compass that guides you towards fairness, honesty, and responsibility. When making a decision, consider:** **- Fairness: Would this choice treat everyone involved fairly?** **- Honesty: Is this decision truthful and transparent?** **- Responsibility: Will this choice have good or bad consequences for others?** **\"Global implications\" refers to the worldwide effects or consequences of an action, decision, or event. It\'s about understanding how something happening in one part of the world can impact other parts of the world, often in ways that are interconnected and complex.** **Here\'s a breakdown** **Key Aspects of Global Implications:** **- Interconnectedness: The world is increasingly interconnected through trade, technology, communication, and environmental factors. This means actions in one place can have ripple effects globally.** **- Scale and Scope: Global implications often involve large-scale events or decisions that affect millions or even billions of people.** **- Long-Term Effects:** **The consequences of global actions can be felt for years or even decades, with both positive and negative impacts on societies, economies, and the environment.**